Realising benefits in public IT projects: A multiple case study
Abstract Information Technology (IT) investments in the public sector are large, and it is essential that they lead to benefits for the organisations themselves and wider society. While there is evidence suggesting a positive connection between the existence of benefits management practices and the...
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| Format: | Article |
| Language: | English |
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Wiley
2023-02-01
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| Series: | IET Software |
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| Online Access: | https://doi.org/10.1049/sfw2.12079 |
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| author | Knut Kjetil Holgeid Magne Jørgensen Gro Holst Volden Helene Berg |
| author_facet | Knut Kjetil Holgeid Magne Jørgensen Gro Holst Volden Helene Berg |
| author_sort | Knut Kjetil Holgeid |
| collection | DOAJ |
| description | Abstract Information Technology (IT) investments in the public sector are large, and it is essential that they lead to benefits for the organisations themselves and wider society. While there is evidence suggesting a positive connection between the existence of benefits management practices and the realisation of benefits, less is known about how to implement such practices effectively. The aim of this paper is to provide insights into when benefits are most likely to be realised, and how benefits management practices and roles should be implemented, in order to have a positive effect on the success of projects in terms of realising benefits. We collected data relating to 10 public IT projects in Norway. For each project, information on benefits management was collected from project documents by interviewing the project owners and benefits owners and via follow‐up surveys. The benefits with the highest degree of realisation were those internal to the organisation, while those with the lowest degree were societal benefits. Projects assessed as having more specific, measurable, accountable, and realistically planned benefits were more successful in terms of realising benefits. Benefit owners were most effective when they were able to attract attention to the benefits to be realised, had a strong mandate, and had the domain expertise. |
| format | Article |
| id | doaj-art-9e82ec4e17df49b49f0694ed935a96fc |
| institution | Kabale University |
| issn | 1751-8806 1751-8814 |
| language | English |
| publishDate | 2023-02-01 |
| publisher | Wiley |
| record_format | Article |
| series | IET Software |
| spelling | doaj-art-9e82ec4e17df49b49f0694ed935a96fc2025-02-03T01:29:43ZengWileyIET Software1751-88061751-88142023-02-01171375410.1049/sfw2.12079Realising benefits in public IT projects: A multiple case studyKnut Kjetil Holgeid0Magne Jørgensen1Gro Holst Volden2Helene Berg3Department of Informatics University of Oslo Oslo NorwaySimula Metropolitan Center for Digital Engineering Lysaker NorwayConcept Research Program Norwegian University of Science and Technology Trondheim NorwayNorwegian Defence Research Establishment Kjeller NorwayAbstract Information Technology (IT) investments in the public sector are large, and it is essential that they lead to benefits for the organisations themselves and wider society. While there is evidence suggesting a positive connection between the existence of benefits management practices and the realisation of benefits, less is known about how to implement such practices effectively. The aim of this paper is to provide insights into when benefits are most likely to be realised, and how benefits management practices and roles should be implemented, in order to have a positive effect on the success of projects in terms of realising benefits. We collected data relating to 10 public IT projects in Norway. For each project, information on benefits management was collected from project documents by interviewing the project owners and benefits owners and via follow‐up surveys. The benefits with the highest degree of realisation were those internal to the organisation, while those with the lowest degree were societal benefits. Projects assessed as having more specific, measurable, accountable, and realistically planned benefits were more successful in terms of realising benefits. Benefit owners were most effective when they were able to attract attention to the benefits to be realised, had a strong mandate, and had the domain expertise.https://doi.org/10.1049/sfw2.12079benefits managementcost‐benefit analysisproject managementsoftware project |
| spellingShingle | Knut Kjetil Holgeid Magne Jørgensen Gro Holst Volden Helene Berg Realising benefits in public IT projects: A multiple case study IET Software benefits management cost‐benefit analysis project management software project |
| title | Realising benefits in public IT projects: A multiple case study |
| title_full | Realising benefits in public IT projects: A multiple case study |
| title_fullStr | Realising benefits in public IT projects: A multiple case study |
| title_full_unstemmed | Realising benefits in public IT projects: A multiple case study |
| title_short | Realising benefits in public IT projects: A multiple case study |
| title_sort | realising benefits in public it projects a multiple case study |
| topic | benefits management cost‐benefit analysis project management software project |
| url | https://doi.org/10.1049/sfw2.12079 |
| work_keys_str_mv | AT knutkjetilholgeid realisingbenefitsinpublicitprojectsamultiplecasestudy AT magnejørgensen realisingbenefitsinpublicitprojectsamultiplecasestudy AT groholstvolden realisingbenefitsinpublicitprojectsamultiplecasestudy AT heleneberg realisingbenefitsinpublicitprojectsamultiplecasestudy |